Team size: six

What has been the number one challenge that has impacted you over the past year?

Most companies globally, including Türkiye, were affected by the new working model following Covid-19 and the resulting inflation. Accordingly, Novartis announced its adaptation of a new working model through plans to spin-off its generics business and merge its oncology and pharma division. The business units and processes were quite different; however, we were obliged to continue providing legal support on issues such as social security and development processes to the business without any delay.

It was challenging to partner with and handle the new business. However, with the help of my team members, we managed to finalise all projects and sign the agreements within the deadline.

Can you outline your role in the legal function of your organisation and any significant cases or transactions you were involved in?

Last year, I worked in the data privacy and legal spheres, with most of my attention being on the spin-off of our generics business. My main focus this year is on the oncology business due to the need for strategic legal expertise – especially for social security and patent processes.

Following the official announcement to separate the Sandoz business to create a standalone company through a 100% spin-off, we tried to outline the upcoming strategy; we prepared a business plan to underline the needs of both businesses. I became responsible for coordinating all changes in the organisation. The times for the transformation of the oncology and pharma division clashed with the Sandoz spin-off, but I continued to handle both processes managed to stay on track, with the business operating smoothly this year. I am certain we will be able to satisfy all the legal requirements by the due date.

In what ways do you see the in-house legal role evolving over the next few years?

In the past, in-house lawyers were known as coordinators between the company and external law firms. Currently, the legal team plays an active advisory role across a range of the organisation’s activities, including projects and daily business queries.

In-house legal teams are expected to be a part of business teams, possess business acumen and contribute to projects, pre-empting business needs and providing solutions to potential risks.

The role for and in-house legal counsel will go beyond legal advice. They will be expected to be strategic business partners, possessing people skills and ample knowledge of technology to facilitate the achievement of business goals.